Being a liberated company, you know it’s not that easy …
Cedric, he’s a great guy who co-founded FlyTheNest and which helps companies to become more engaging for employees, so more agile, more efficient, and more fulfilling.
A month later (we are in January 2016 in case you want to follow the timeline), we take the whole team to a seminar with Cédric and his partner Erwan. We spend 3 days working on our Purpose, the Vision, the Project and the Culture business (as well as talking about music, travel and drinking Lagavulin during breaks).
We first began to ask ourselves the fundamental question: what is our reason for being? That is, why OMTS exists? Why do we get up in the morning to go to work? Basically, what are we for?
Well, put it like that, it sounds a bit metaphysical, but the idea is to give meaning to what we do. A few post-it notes (and discussions) later, we all agree on our raison d’être: we want to share our knowledge (UX, dev, lean, agile, mobile, startups, growth hacking …) to help entrepreneurs to succeed in their projects. In other words:
“Help everyone in their project in accordance with our values.”
OK, that’s all well and good, but it does not solve my problem of sharing decisions in the box …
So, there must be a way to hack the question: how do you get people involved in the Box Project?
The Golden Triangle: Vision, Box Project and Corporate Culture
1st step: define the vision of the company in the short, medium and long term
It’s a long process, the obvious output of which is that we have defined the vision (YEY!), But the other less obvious consequence is that each member of the team is now more involved in the box.
It was they who defined the vision, and not me or my associates who imposed ours.
Can you imagine the change that happens in the mind of an employee when he realizes that he has contributed to the definition of the vision of his company?
I realize it because I saw it in their eyes, and I took a hell of a slap. We planned to go together at 5 years old and we all really wanted to go together.
Well, that’s cool, we know that in 5 years we will be an editor, that we will live on our own creations (apps or other) and that if we help other companies, it’s just for fun. But suddenly, how do we do it?
Well yes, it is no longer up to me alone to carry the vision since it was defined by the whole team. Eh eh
2nd step: define the box project
A box is full of various subjects (and summer #DadsJoke), so we go list these major subjects in the form of axes. With us, it gives that:
And on each of these axes, we will write the short term goal(within 1 year for us) in accordance with the vision of the box.
For example for Customer Relations axis: we want our customers rate us at least 9/10, sure Editor axis: we want have released 1 app from the studio by the end of the year, on the External Comm axis we want be recognized for our Tech and UX know-how, etc.
Once we have all our goals, we break it down into results (which are the intermediate steps to reach those goals). So for our customers to rate us 9/10, well they must first be able to rate us, so that we have created a satisfaction form, then thatwe have a process to send them at the end of each project, if we want to be (re) known, it would be good to make conf and write articles on Medium, etc.
And all these results, we write them down on post-it notes!
Now that we have lots of results, we distribute them over the year: if we want to have a publisher app in December, we must in February we have decided on the app we want to make and in March we must started on Story Mapping.
Before packing everything up and attacking the beers, everyone decides what results they want to wear.
Bringing a result does not mean that we are going to do it, it just means that we are the “project manager of the result”, so thatwe are committed to the fact that it is carried out (by us or by someone else). The rule is simple:
Everyone chooses results that motivate them and nothing is imposed on anyone.